informationliteracy.orginformationliteracy.org/users_data/8431/newsletter.doc · web viewwhat...

Julie Matz – IST 613 – Fall, ’07 of 28

INTRODUCTION

Next to doing the right thing, the most important thing is

to let people know you are doing the right thing. ~ John D. Rockefeller

Rockefeller’s common sense has the elegant ring of truth: it’s not enough to

just provide valuable library services, it is also essential to get the word out to

those that use them, as well as those that don’t. Studies have proven that the

library plays a significant role in improving student performance. (California

Department of Education, 2007) Therefore, getting the word out about the

Canarsie High School (CHS) library is essential particularly as the new principal

works together with her staff to reverse the school’s progressive decline. A glance

at enrollment figures provides stark evidence of the academic and sociological

1

uCAN@CANarsieLibrary

Library Newsletter MARKETING PLAN

forCanarsie High School ~ Brooklyn, NY

Created by Julie Matz, IST 613, Fall ‘07


crisis CHS educators face: in 2006 CHS enrolled 1,074 freshman, 735

sophomores, 389 juniors, and 354 seniors. (NYC Department of Education, 2007)

This rapid decline in enrollment over the grades is a key indicator of why CHS is on

the New York State SURR list.

Marie Edwards, CHS’s head librarian, has some significant challenges in her

campaign to get the word out about the library. At present she is the only

licensed librarian serving close to 2,900 students, 135 full time faculty members

and 20 administrators. Her staff consists of a full-time teacher’s aide, a part-time

technology assistant, and two part-time library interns (one intern comes two days

each week, and the other two hours weekly). Her budget is limited to the New

York State library per student allocation and whatever additional funding she can

secure through grants and donations. A realistic optimist, Ms. Edwards requested

the development of a simple library newsletter as a means of increasing the

library’s outreach.

For the purpose of this marketing plan, the term “service” will apply to what

the library offers to its patrons. While the newsletter is part of the overall family

of communication services, it is primarily a marketing tool. It falls within

Lovelock’s fourth “P” of marketing: PROMOTION & EDUCATION. (Lovelock &

Wirtz, 2007) As such, the newsletter will get information to the users in order to

“assist them in anticipating overall library services while teaching them how to

best utilize them”. (Lovelock, 2007). In short, the production of the newsletter IS

a marketing plan for the library.

2


Existing Marketing Efforts

As stated above, the newsletter will be part the library’s family of

communication services. The diagram below graphically displays how patrons learn

about the library at present:

Primarily, students and teachers learn about the library by visiting it in person,

either as part of a scheduled class visit, or voluntarily during free time. There is a

main bulletin board just inside the entry to the library where Ms. Edwards posts

important information regarding library programs and policies. On the same floor

there is a glass case currently used to display new library acquisitions. When

3

CHS Library Communication Services

Visiting the

library in person.

Newsletter & Website under construction

Class visits Visitsduring free

periods

Hallway display case

Memos to teachers and

administrators

Yearbook


necessary, memos are sent to teachers and administrators describing library

information. Finally, the yearbook has pictures of Ms. Edward, the library staff and

student volunteers. The newsletter and website are currently “under construction”.

Marketing Needs & Gaps

According to Ms. Edwards, there is a steady stream of “regular” classes that

schedule time for research, and “regular” students who visit on their own. She is

concerned, however, that there are many students and instructors who are not

aware of the library’s resources, policies and hours. The school’s new principal, Ms.

Tyona Washington, has expressed a strong interest in maintaining and developing

library services. Ms. Edwards would like a simple, consistent way to stay in touch

with her “regulars”, inform the administration of library services, and reach new

users.

Marketing Goals and Outcomes Linked to the Mission Statement

The school mission statement states the importance of “maximizing the

learning potential of all students . . . [and] developing exemplary intellectual and

interpersonal skills”. (2005-2006 Annual School Supplement, NYCDOE) The primary

goal of this marketing program is to increase student and staff information about

and access to the library through the dissemination of information via a newsletter.

Target Audiences

Internal

New Principal – Just stated at CHS this Fall. Assistant Principals

4


Library Staff – Ms. Edwards, part time staff, interns Students who visit the library Students who do not visit the library Staff that utilizes the library

Staff that does not utilize the library Security

External Parents Public Library Staff

Quality Review Team

Future Canarsie High School students

Positioning Statement

The newsletter serves as a tool to market ALL library services.

Readers will get access to timely information and also have a mechanism for

communicating with library staff. Utilizing the first three letters in “Canarsie”, in a

format that mimics an e-mail address, the working title for the newsletter is:

uCAN@CANarsieLibrary

HOW DO YOU KNOW THAT CHS HAS A LIBRARY?

5

WHERE is the library

located?

WHAT is new in the

library?

WHOis available

to help?

WHEN is the library

open?

WHY should I use the library?

mailto:uCAN@CANarsieLibrary


The goal of the project is to ensure that the readers of the library

newsletter “CAN” answer the 5 “W” questions about the Canarsie High School

Library.

Key Messages (for each target audience)

i

6

English Speaking Students

Full-Time Teachers

Administrators

Target Audience

KeyMessage

Part of Newsletter (Tool for Delivering Message)

School Security

This newsletter is one-stop shopping for library information.

It has everything uCAN use.

All parts, especially peer reviews and new

additions to the collection.

The library holds valuable resources uCAN use to enhance your lessons.

New additions to the collection, web site reviews, weeded book

give-aways, calendar of programs.

uCAN use this newsletter as evidence of a place where

students hone their intellectual skills.

ELL Students You matter to us! We will translate the newsletter so uCAN

read it.At minimum, library hours

and policies.

All sections of the newsletter provide valuable data for administrators and school

evaluators.

Knowing the library hours and programs is important so uCAN maintain school

Newsletter sections on hours and policies.


Message Delivery Strategies

The newsletter IS the message. Unlike other library services, the newsletter

is a service and a communication tool at the same time. As Lovelock observes,

marketing strategies help identify the value of a service while managing user

interaction and providing a mechanism for feedback. (Lovelock & Wirtz, 2007) If

successful, uCAN@CANarsieLibrary will help to ensure that the library’s presence is

felt throughout the entire school.

The previously submitted Project Plan includes specific responses for the

Action Steps1 (page 23 of this report), Timetable, Budget, and Responsible Parties

(see Attachment A). It did not, however, include a newsletter mockup.

Pages 8 and 9 display a copy of the April 2001 edition of the Cape Central

High School Library Newsletter. Coincidentally, their school’s initials are “CHS”, the

same as Canarsie High School, in Brooklyn! It includes, in two pages, many of the

components Ms. Edwards envisions for uCAN@CANarsieLibrary: information on new

library acquisitions, web site recommendations, and library program dates and

reminders. It is produced via word processing, and therefore available in print and

digital format. It does not include library operation hours and policies, possibly

because there is also a library website for this school.

1 See Attachment A at the end of this report for the complete Project Plan.

7

ParentsuCAN be assured you’re your child has access to valuable library services.

All sections of the newsletter.




Page 10 provides a draft template for uCAN@CANarsieLibrary. It is a simpler

design, created specifically for black and white reproduction.

8



9

Library Newsletter Example


10


11

WELCOME to the Library where uCAN . . . Lead article contents to focus on how patrons CAN:

o Meet staff

o Get service

o Find information

o Work on projects

o Read for pleasure

o Borrow books, magazines, graphic novels, etc.

o Return anytime for more!

uCAN@CANarsieLibraryThe newsletter that lets you know

who uCAN ask, what uCAN expect, & where uCAN go to get the most out of the CHS library!

uCAN@CANarsieLibrary is a monthly publication of the

Canarsie High School Library, written by staff and student

volunteers, under the supervision of

Ms. Marie Edwards, head librarian.

Tyona Washington, Principal

Volume 1, Issue 1, Fall ‘07

Library Location& Hours

Your library is located on the second floor, Room 209.

Your library is open every day, every period until 1:15 p.m.

All students are required to show their ID card upon entering the library.

TEACHERSWANTED!

It’s easy to schedule a library visit for your class.

Just call Ms. Edwards on ext. 207 or come by in

person to make arrangements.

Scanned picture of the library showing student and staff interaction.

uCAN Reviews

Peer reviews of books,

magazines, websites,

etc.

Include picture of reviewer.

uCAN tell us what you thinkTear-off suggestion, comment, trivia question response form.

Library Tools uCAN use!

Regular column focusing on information literacy skills presented in a

question/answer format.

For example:

Q: Where in the library can I find biographies written in graphic novel form?A: Your library has many biographic novels; you’ll find them . . .

Mock Up Newsletter for Canarsie




The mockup is designed for flexibility and simplicity. It relies on a

combination of text boxes that can be modified to fit each month’s newsletter

content. While it is only one page within this report, in reality the proposed articles

would require at least two pages.

The technical requirements of producing this newsletter are: a digital camera

(which can be borrowed from the Computer Department) for pictures of library staff

and newsletter contributors, a computer with Microsoft Word, a printer for the

Master Copy, a copy machine to reproduce copies for distribution.

As outlined in the project plan, the newsletter will rely on the volunteer help

of student reporters and writers. At present, Ms. Edwards has the assistance of

library interns who could assist her in its production.

Reflection

The challenge of the newsletter marketing plan was to be able to distinguish

the differences and similarities it has with the project plan. A newsletter is a

marketing tool and as such its planning and development becomes part of its

marketing plan. In addition to the marketing plan outlined in this paper, I can

envision a campaign of posters, placed strategically thorough out the school simply

saying: uCAN@CANarsieLibrary, really, U Can! Then a few weeks later, signs

that said: uCAN read @ the library ; uCAN find magazines @ the library ; uCAN get

free copies @ the library ; uCAN find all you need to know about the library by

reading uCAN@CANarsieLibrary, the newsletter with all the answers.

I find that the lines between the project plan and the marketing plan are not

so hard and fast. A newsletter is, by definition, a marketing tool. The same

12



newsletter can appeal to each target audience, each having their own key message.

It’s fascinating to see how a publication can mean different things to different

groups, and yet work toward the same end of getting the word out about services

that will eventually lead to more library users.

The main obstacle in the implementation of this project/marketing plan is the

time required to get it started. Ms. Edwards and I discussed the possibility of

creating the newsletter as part of my remaining practica hours. It would be

gratifying to see this project from beginning to end, and then to it’s new beginning.

13


References

"CHS Library Newsletter." Cape Girardean Public Schools. 20 Nov 2006. Cape Central

High School. 10 Nov 2007 http://www.cape.k12.mo.us/CHS/aprilnewsletter.htm

Fisher, Patricia H. and Marseille M. Pride. Blueprint for your library marketing plan: A

guide to help you survive and thrive. Chicago: American Library Association,

2006.

“H H Newsletter." Hollywood High School Library. 20 Nov 2006. Hollywood High School.

14 Nov 2007. http://library.hollywoodhighschool.net/

Jeffus, Barbara, Dinorah Hall. "Is Your School Library Relevant to Twenty-first Century

Learning?." High School! A periodical for California educators , Spring 2007.

accessed 10 Nov 2007.

http://www.cde.ca.gov/re/pn/nl/documents/hsnwsltrspring2007.doc

Lovelock, C. & Wirtz, J. Services Marketing: People, Technology, Strategy. Upper Saddle

River, New Jersey: Pearson/Prentice Hall, 2007.

New York City Department Of Education, . 2005 - 2006 Annual School Supplement,

14

http://www.cde.ca.gov/re/pn/nl/documents/hsnwsltrspring2007.doc

http://library.hollywoodhighschool.net/

http://www.cape.k12.mo.us/CHS/aprilnewsletter.htm


Canarsie High School. 2007. 16 Oct. 2007

<.%20http://schools.nyc.gov/OA/SchoolReports/2005-06/ASR_K500.pdf%20>.

Canarsie Library Newsletter Project Proposal1. Introduction

1.1 Service Need

With the departure of the head librarian of 15 years, the Canarsie High School

library is currently undergoing a period of managerial change. The current

head librarian, Ms. Marie Edwards, is operating alone, with the occasional

assistance of interns and non-librarian high school staff. The demands of the

day-to-day operation of serving a school of 2,900 students and maintaining a

10,000 volume collection, leaves little time for reflection, let alone the

implementation of new programs.

Nevertheless, when asked if there was a project or program needed at this

time, she suggested developing a paper newsletter that could be easily

produced and distributed to students and staff alike. Ms. Edwards specifically

desires a print newsletter rather than one posted on a website.

1.2 Service Description

The newsletter would be produced on an as needed basis by the library staff

with the assistance of students. It would include information about the

library operations (hours, free copies for research, etc.), new acquisitions and

programs, peer reviews of books, and any other library-based information or

15

Attachment A


opportunity. Printed newsletters would be posted on bulletin boards in

various locations throughout the school, as well as placed in teacher

mailboxes.

1.3 Service User Community Description

The following quote from October, 2006’s Quality Review Report describes

Canarsie High School and its student body:

This is a large Brooklyn high school with over 2,900 students enrolled in grades 9 through 12. Currently 85% of the students are Black and a further 11% are Hispanic. Although it appears that only 20% of students are Title 1 eligible, the reality is that the school gets back very few application forms from parents who are eligible to apply. There are 10% special education students and 4% English language learners. A significant proportion of students have a previous record of low achievement. School attendance at 71.3% is very low and well below that of similar and City schools

The library is used regularly by students for research, reading and recreation.

Some faculty members visit the library during their free periods, and other

come to take out books of personal and professional interest.

1.4 Service Goals

The main goal of the newspaper is to disseminate information about the

library to a wide audience in an easy, direct manner.

2. Preliminary Analysis

2.1 Relationship to Library Strategic Planning

2.1.1 Connection to the mission of the library

The mission of the Canarsie High School Library mirrors that of the school:

16


The mission of the Canarsie High School educational community is to maximize the learning potential of all students and to empower our students to lead successful and productive lives. Developing exemplary intellectual and interpersonal skills is the focus and challenge of our instructional programs. The partnership of the staff, students and parents in the school reinforces and promotes excellence. We believe that our nurturing environment of high expectations will instill in our students a high level of self-esteem and confidence which will enable them to be productive, contributing members of society. We believe in educating the whole person through academics, social activities, vocational pursuits and athletics. (2005-2006 Annual School Supplement, NYCDOE)

Providing a newsletter will enable the library staff to get the word out about

library programs and resources needed by students and staff for any and all

of their academic and professional pursuits.

2.2 User Needs Assessment

2.2.1 Service Users

The newsletter will be used by all students, staff and administration at

Canarsie High School. It is possible that some parents will also see the

newspaper and benefit from its contents.

2.2.2 User Needs based on feedback from library staff

According to Ms. Edwards, there are many times when she has library related

information to share, new books to advertise, weeded items to distribute, and

even excess bookends to share. Given that she is the only librarian at the

moment, she cannot physically leave the library, and therefore a posted

newsletter would be an easy way to “get the word out”.

2.2.3 User Needs based on available external assessments

There are no external assessments for this service need.

17


2.2.4 Cost Benefit Analysis

The main cost of this project is TIME. Ms. Edwards will have to dedicate, at

minimum, two periods of project planning time to establish her production

team, and assign tasks for the first edition of the newsletter. Depending on

the abilities of her student team, she may be able to delegate the direct

supervision of the newsletter’s development to a student assistant editor. If

not, she will have to edit articles herself and supervise the layout and

distribution of each edition.

The main benefit of producing a library newsletter is the possibility of

reaching both the students and staff that use the library, and those that

don’t. Readers of the newsletter will gain information that can lead to an

increase in the utilization of library resources. In addition, a newsletter will

provide a mechanism for readers (patrons) to respond to, and influence, the

library itself. This feedback mechanism can insure that the library is meeting

the needs of its customers, a main function of market research

2.2.5 Importance for users.

While the library has a steady stream of regular “customers”, Canarsie High

School has 2,900 students, many of which may not have the time, or have

never had the inclination to go to the library. With publicity, it is possible that

some students who need library support because they do not have access to

research sources (print or computer) at home, will read the newsletter and

come to the library to “check it out”.

18


Furthermore, the local branch of the Brooklyn Public Library is closed for

renovations, and therefore the Canarsie High School Library is the only place

students can go for research and reading assistance.

3. Investigation and Validation

3.1 Literature Review

A mother’s work is never done, and this is also certainly true of a librarian. In

addition to the nuts and bolts of running a facility, developing the collection, and

providing reference desk expertise, there is also the job of marketing. (Speas, 2007)

In her article, “Your News – Fit to Print!” Charlene Stickland puts it this way:

“Marketing. Public Relations. Public Image. In any organization, the wise manager recognizes the importance of these tasks . . . If your organization is to flourish, you must continually market your services.” (Strickland, 1991)

Many wise librarians agree that a well planned, well written newsletter can be

the most “cost efficient, timesaving, reader motivating literary medium” (Strickland,

1991) and “the best public relations tool a library can have”. (Hooker, 1986) A

library newsletter provides the library with a way to connect to both regular patrons

and people who never set foot inside their doors. Readers tend to trust the

information they get from newsletters because its format resembles that of a

personal letter. (Strickland, 1991) By providing them with information about the

range of services, new programs, new or revised policies, the newsletter becomes

an extension of what the library is. (Hooker, 1986)

19


Newsletters are not, however, quick and easy to produce; in fact the best

newsletters are a business in themselves. Services, such as The Write Exposure, a

newsletter design company with a presence on the web, exist to provide consulting

advice to organizations of all kinds who are considering entering the publishing

arena. (Albon, 2007) Whether working with a consultant, or starting out on their

own, librarians planning a newsletter should start with a business plan, including the

type of the newsletter, audience, a goal statement (the publication will inform the

library community about services, activities and resources) and measurable

objectives (advertise new fiction so that circulation increases 20 titles per month)

related to the goal. (Strickland, 1991)

Strickand offers some practical issues to consider when planning a

newsletter:

What is its length? (2 sided page, 4 page paper or tabloid) How frequent? (once a month allows for timely publicity) What production mechanism? (word processing, Xerox machine) What quantity to be printed? How will it be distributed? Determine cost, and Pick a title.

In many cases, libraries utilize the expertise of volunteer writers under the

supervision of a library staff member who acts as the editor-in-chief. (Hooker, 1986)

Whatever the staffing configuration, producing a quality newsletter is an

opportunity to provide “specialized information to a limited audience through short,

informal articles”. (Strickland, 1991)

3.2 Stakeholder Information

3.2.1 Identify key internal (to the school) stakeholders.

20


New Principal – Just stated at CHS this Fall.

Assistant Principals

Library Staff – Ms. Edwards, part time staff, interns

Students who visit the library

Students who do not visit the library

Staff that utilizes the library

Staff that does not utilize the library

Security

Parents

Substitute Teachers

3.2.2 Outline a plan for internal communications for this service.

By its very nature, this service is a communication tool. The newsletter will

promote itself if placed in key areas of the school where students and staff

have regular access. It is expected that permission will be necessary to post

the newsletter in various locations. See Appendix A for a draft memo to the

principal informing her of the library newsletter and requesting permission for

its production and dissemination.

3.2.3 Identify key external (outside the school) stakeholders.

Parents

Public Library Staff

Quality Review Team

Future Canarsie High School students

21


3.2.4 Outline a plan for confirming/validating external needs (“market research”) for this service (surveys, focus groups, etc.)

As part of the initial publication, students and staff will be invited to submit

topics for articles and/or columns for the newsletter. In this way, the first few

editions will serve as a tool for data collection, as well as a conduit for

dissemination.

3.2.5 Estimate demand for the service

If placed strategically, this newsletter will be seen by every student and staff

member at Canarsie High School. Given that the library exists to serve all

members of the educational community, everyone could benefit from regular

updates regarding library programs and resources.

3.3 Summary of Investigation and Validation

4. Recommendations for Action

4.1 Newsletter Goals and Outcomes

Determine the name of the publication. Provide an opportunity for service for students.

Publicize the inside workings of the library.

Include peer reviews of library resources and relevant web sites.

Print a calendar of new arrivals to the library.

Highlight patrons by printing a photo of someone “found working” in the library

Use contests to increase readership and consequently, library utilization.

22


4.2 Budget Estimate

Start-up costs: paper, printer cartridges, digital camera purchase, time Ongoing Maintenance Costs: computer upgrades and maintenance,

training in digital publication programs, supplies (paper, cartridges)

Technical Requirements: knowledge of Microsoft Word and Microsoft Publisher

4.3 Staff Requirements

Initially, Ms. Edwards anticipates being the managing editor of the newsletter,

working with the assistance of student library volunteers. As time goes on, it

will be possible to recruit more staff and students to work under the

supervision of Ms. Edwards, taking on the following responsibilities:

4.4 Action Plan for Newsletter Implementation, Assessment and Maintenance.

23

Title Competencies Time Commitment Deliverables

Editor

Writers

Production/Layout

Distribution

Demonstrated ability in project management and journalism, Microsoft Word and Publisher.

Research and organizational skills, ability to deliver on deadline, creativity, commitment.

Visual organization, commitment, technical experience

Organization, Commitment, Interpersonal skills

5 hours / week

Variable, depends upon assignment. 5 hours pre- and post- production3 hours, post production.

Newsletter outline, assignment of tasks, editing, troubleshooting

Ideas for articles, articles for review.

Mock-up, production copy, final newsletter for distribution

Placement of newsletters at distribution locations.

Newsletter Implementation

2. Article in Canarsie High

School newspaper

recruiting library newsletter staff.

1. Memo to principal

describing library newsletter and

requesting funds.


After the distribution of the first edition of the newspaper, readers will be

invited to make suggestions regarding content and format. Circulation, patron

counts and research requests will be monitored over the first six months of

production to see if there are any increases attributable to the newsletter. In

24

Newsletter Assessment

Newsletter Maintenance

3. Review of student & staff applications, selection of writers and

production staff.

5. Editor reviews draft articles and

offers suggestions for

revision. Photographs are

assigned and taken.

4. Initial writers meeting for first

issue. Assign stories and deadlines.

Week 1

6. Layout of final copy, printing, distribution.

Week 2 Week 3 Week 4 Week 5


addition, the staff of the newsletter will be invited to participate in a reflection

retreat to assess the production process and make suggestions for improvement.

A decision regarding maintaining the newsletter will be made after the staff

reflection retreat. While the initial funding will be sought from the administration,

subsequent funds may be available from the PTA or an outside funding source

(grant). Given that the newsletter is produced with volunteer labor, the

maintenance is needed to secure reproduction resources.

4.5 Include provisions for prototyping or pilot-testing.

Ms. Edwards has the option of producing a limited edition, pilot newsletter

and distributing it for comment to a select group of reviewers. They could include

administrators, teachers, students, parents, and librarians at other schools.

Readers could be asked to comment on particular segments of the newsletter as

well as the entire publication. Responses would be discussed at a production

meeting and changes made to subsequent editions.

4.6 Include provisions for scalability.

Nothing succeeds like success. Because the newsletter is a means to an end,

its success will not necessarily result in the demand for more copies of the

newsletter, but rather an increase in the demand for library services. It is possible

that more students will come to the library in search of books reviewed in the

25


newsletter. Reserve lists will have to be created to handle the demand for popular

books. Library orientation sessions may be need for students and staff who

previously not use the library, but now came in after reading the newsletter.

4.7 SWOT ANALYSIS

Strengths: Ms. Edwards has a strong base of student volunteers who most likely will form the core of her newsletter staff. In addition, she, herself, is an organized and direct manager, very capable of supervising this new program.

Weaknesses: Working alone in a library that serves 2,900 students, Ms. Edwards has many competing priorities and may not be able to give the newsletter the kind of attention it will need in its early stages.

Opportunities: The principal of Canarsie High School is new this year and looking for opportunities to show that the school is in a period of new growth. The creation of a library newsletter could indicate increased student participation in school activities, as well as publicize to parents and the community that there are exciting things happening at Canarsie High School.

Threats: Canarsie High School is on the SURR List, meaning that the level of

academic achievement is unacceptable. There is a possibility that

administrators outside of the high school may see the newsletter as a

distraction and withdraw support.

4.8 Limitations of this proposal

While the literature strongly supports the effectiveness of a library

newsletter, it would be helpful if the proposal also included data obtained from New

York City high schools that currently produce library newsletters. Re-inventing the

wheel is not needed when successful prototypes exist. If there had been more time,

a query could have been placed on the listserv to solicit information from high

school librarians who also serve as their newsletter’s editor-in-chief.

26


5. Reflection

I’ve learned a new meaning to the phrase “measure twice, cut once”. With

comprehensive project planning, the final outcome has a much better chance of

“fitting” the original goal of the project. Unfortunately, when time is at a premium,

trial and error tends to be the way new projects are implemented. Sadly, in the

end, without adequate planning, human and monetary resources are wasted,

leading in some cases to abandoning the project.

I wonder about the increasing number of responsibilities librarians shoulder

as they run their facility-within-a-facility. Many of us are sole practitioners and

therefore wear all the library management hats, much like the peddler in “Caps for

Sale”. I definitely still need to learn how to juggle the competing needs of running

the library, marketing its services, and staying current regarding new library

practices. It’s a tall order!

REFERENCES

Albon, Jessica. Why a Newsletter That Gets Read Needs Planning. 2007. 22 Oct.

2007 <http://www.designdoodles.com/article/84/%20>.

27


Hooker, Fran. "Public Relations the Old Fashioned Way: Newsletters." Wilson Library

Bulletin 60 (1986): 22-26.

New York City Department Of Education, . 2005 - 2006 Annual School Supplement,

Canarsie High School. 2007. 16 Oct. 2007

<.%20http://schools.nyc.gov/OA/SchoolReports/2005-06/ASR_K500.pdf%20>.

Speas, Bonnie. "Direct and Indirect Promotion of the School Library." PNLA Quarterly

71.2 (2007): 10-13.

Strickland, Charlene. "Your News -- Fit to Print!" Wilson Library Bulletin 65 (1991):

82-85.

28

informationliteracy.orginformationliteracy.org/users_data/8431/newsletter.doc · web viewwhat...

Documents